SBS Mission, Vision, & Core Values (GLEE)
SBS
GLEE Values & Action Plans (2021-2025)
n Globalization
n
Goal
The SBS students
and faculty members shall keenly be aware of the interdependence and dynamics
of the global marketplace and positively pursue opportunities to strengthen
collegiality with their global peers.
n
Action Plans
1.
Continue strengthening supportive measures for
the school’s faculty and research staff so that they could enrich their global
research activities.
2.
Support and encourage the faculty members’
participation and paper presentation in the international academic conferences
and collaborate more with global scholars to encourage our faculty members’
global research publications.
3.
Expand the faculty members’ research on global
markets and encourage them to Strengthen students’ learning objectives so that
they could build up their business knowledge and analytical, communication
skills on interconnectivity and dynamics of the global marketplace.
4.
Expand the school’s discourse on emerging
global business megatrends, such as deglobalization, ESG, and climate justice.
5.
Continuously improve the school’s operational
paradigm of research and education in sync with the AACSB accreditation
standards in order to integrate more of the standards into the school’s
management system.
6.
Mobilize and leverage the school’s membership
of IAJBS (International Association of Jesuit Business Schools) in the school’s
drive to expand its global collaborations with other member schools.
7.
Maintain the dual/joint degree alliances with
international business schools so that SBS and its comparable global partner
schools could send and accept students on reciprocal basis.
8.
Continue the supportive measures to assure the
consistency and the equivalency of high-quality learning experience for
international students at SBS and SBS students abroad.
9.
Provide students with more internship
opportunities at global firms and organizations.
n Leadership
n
Goal
The SBS students,
faculty, and support staff shall reinforce their spirits of leadership and
teamwork to stay abreast with changing global trends of management education.
n
Action Plans
1.
Encourage and support the faculty members to
actively participate in and lead domestic and global management-research
organizations.
2.
Encourage faculty to take a leading role in
prompting leadership and contribution on knowledge communication and joint
research opportunities that come from the government, public and business
sectors and from other professional organizations.
3.
Stress the quality improvement of leadership
education by incorporating the essence of on-the-job leadership models in the
global management environment and by designing diverse educational models of
leadership in the curriculum.
4.
Develop up-to-date digital platforms of
faculty-learner discourse during school years.
5.
Inspire and strengthen the leadership mindset
of students on their own initiative during their school years and shall
encourage students to do so after graduation.
6.
Provide learning opportunities for the SBS
graduates and stakeholders at different points in their career life cycles so
that they could enhance their business and societal leadership further.
7.
Continue refining the SBS curriculums so that
they could foster students’ inspiration for independent and critical thinking,
leadership, and innovation.
8.
Engage professional stakeholders in the
school’s extra-curriculum events to serve our students as mentors to strengthen
their readiness for future career leadership.
n Excellence
n
Goal
SBS shall press ahead with its contribution to enrich the world’s academic and practical management knowledge based upon the school’s outstanding capacity in research and education.
n
Actions Plans
1.
Set up faculty recruitment and allocation plan
based upon the faculty categories (SA, SP, PA, IP, O) proposed by AACSB. Top
priority of the faculty categorization shall be well in sync with the school’s
mission and goals.
2.
The school shall maintain uppermost standards
on faculty’s research in the school’s evaluation of faculty performance and
expand supports for faculty members with excellent teaching evaluations.
3.
Support faculty on presentations and
publications of academic research and enhance supports for the faculty members’
publications in top-tier domestic and international business academic journals.
4.
Provide more services to student advising on
their academic progress and to making sure that the school provides its full
administrative supports to students
5.
Monitor closely and continue refinement of the
School’s Assurance of Learning (AoL) measures to maintain high-quality learning
experiences for students.
6.
Operate curriculum for different business
areas in a flexible manner so that students can explore more multi-disciplinary
learning fields that could broaden the horizon for our students’ acquisition of
up-to-date tech knowledge for their future careers.
7.
Update our educational process to embed more
factors of business practice in our overall curricular management and learning
assurance measures.
8.
Evaluate the on-going multi-disciplinary study
experience of SBS learners.
9.
Pursue academic excellence by implementing
honor-society systems to recognize and support top-performing students (ex:
Dean’s List, Beta Gamma Sigma, etc).
10.
Maintain the proper student-to-faculty ratio
by expanding the size of faculty continuously for excellent classroom
communications.
11.
Strengthen the school’s supports for business
students’ study club activities so they could conduct extra-curriculum research.
12.
Maintain students’ collaboration with alumni
by hosting regular home-coming events for the SBS alumni entrepreneurs.
13.
Maintain the SBS Advisory Board so that the
school would benefit from the board members’ advice on the school management.
14.
Continue developing the school’s student
services and renovate communications facilities in classrooms and meeting
halls.
n Ethics (Diversity & Inclusion)
n
Goal
The SBS
stakeholders shall raise their awareness of ethics, diversity, inclusion, and
global sustainability through faculty’s research and education, students’
learning, and all stakeholders’ school management.
n
Actions Plans
1.
Continue operation of Sogang Business Ethics
Research Institute (SBERI) to strengthen faculty members and students’
awareness, acceptance and respect of the global diversity and inclusion issues.
2. Support
projects, such as faculty research on CSR and sustainability and encourage our
faculty members’ academic collaboration with other scholars.
3. Give
more weight on teachings of corporate ethics in the curriculum by offering
diverse core courses on ethical issues of business activities.
4. Continue diverse promotional activities, seminars,
and meetings to keep our students and faculty members aware of ethical
standards, and provide opportunities to participate in diverse promotional
programs on ethical management issues.
5. Continue and refine the school’s Life-long Mentoring
Program in pursuit of multi-dimensional student guidance in addition to the
school curriculum.
6. Set up a program to inspire students to live up to
the core values of the school.
7. Incorporate
the concept of diversity and inclusion in the human resource management of the
school.
8. Define
“positive societal impact” for the school and its programs and set up a curricula
and extra-curricula portfolio to systemize the school avenues for more learner
engagement in the activities.
9. Strengthen
positive societal impact sources in the curricula to expand the school’s
capacity, knowledge, and skill bases aiming at sharing our stakeholders’
awareness of real-world problems and impactful new global orders.
10. Enhance
leaners’ awareness of the SDG campaign and analyze global sustainability and
ESG-ratings agencies.
11. Examine
the downside risks that might result from a possible blind pursuit of the
digital supremacy and keep our learners aware that such digital leadership is
achieved only when integrating essential soft skills for sharing the digital
experience.